Sarah Jolly Jarvis

So I pick people on a regular basis who they have clients, they are busy, but when you start to look at the type of clients they've got, they're the ones that suck up all their time and won't give them that result. So I always say to people that you're not after that transaction, you're after the testimonial.

So when you're doing your sales process with those individuals, remember sales is a two-way process. It's your opportunity to get to know those individuals better and to suss them out and to see what they'll be like to work with. Your gut instinct on that is normally very accurate, just to put in there. And so you begin to realise that actually this person isn't ideal.

So when you're doing your sales process with those individuals, remember sales is a two-way process. It's your opportunity to get to know those individuals better and to suss them out and to see what they'll be like to work with. Your gut instinct on that is normally very accurate, just to put in there. And so you begin to realise that actually this person isn't ideal.

So when you're doing your sales process with those individuals, remember sales is a two-way process. It's your opportunity to get to know those individuals better and to suss them out and to see what they'll be like to work with. Your gut instinct on that is normally very accurate, just to put in there. And so you begin to realise that actually this person isn't ideal.

This person is going to take up that time. And so during that sales process, it is a two-way vetting scenario. And sometimes it is a lot more sensible. And sometimes I totally understand this is really tricky to do, but it's easy to let a non-ideal client go.

This person is going to take up that time. And so during that sales process, it is a two-way vetting scenario. And sometimes it is a lot more sensible. And sometimes I totally understand this is really tricky to do, but it's easy to let a non-ideal client go.

This person is going to take up that time. And so during that sales process, it is a two-way vetting scenario. And sometimes it is a lot more sensible. And sometimes I totally understand this is really tricky to do, but it's easy to let a non-ideal client go.

um or you know to be more specific to let somebody go who who is going to take up too much of your time they can they don't have to be your perfect client but if you can get those ideas that you know what this person is going to take up a lot of my time they're complaining they're they're they're absorbing a lot um they're taking a lot from me and they're not making as much progress as i'd like for example if you're an expert if it's a product and they're not necessarily going to be using that product in the right sort of way they're not going to get the

um or you know to be more specific to let somebody go who who is going to take up too much of your time they can they don't have to be your perfect client but if you can get those ideas that you know what this person is going to take up a lot of my time they're complaining they're they're they're absorbing a lot um they're taking a lot from me and they're not making as much progress as i'd like for example if you're an expert if it's a product and they're not necessarily going to be using that product in the right sort of way they're not going to get the

um or you know to be more specific to let somebody go who who is going to take up too much of your time they can they don't have to be your perfect client but if you can get those ideas that you know what this person is going to take up a lot of my time they're complaining they're they're they're absorbing a lot um they're taking a lot from me and they're not making as much progress as i'd like for example if you're an expert if it's a product and they're not necessarily going to be using that product in the right sort of way they're not going to get the

And so let those individuals go and use that product for the right people. Use your offer for the right people. So you've started out, you've got those foundations there, you're getting leads in. Then it comes the next bit, which is the scaling trap. Okay, so you've got different times within your business that actually leads and the amount of leads coming through may become a problem.

And so let those individuals go and use that product for the right people. Use your offer for the right people. So you've started out, you've got those foundations there, you're getting leads in. Then it comes the next bit, which is the scaling trap. Okay, so you've got different times within your business that actually leads and the amount of leads coming through may become a problem.

And so let those individuals go and use that product for the right people. Use your offer for the right people. So you've started out, you've got those foundations there, you're getting leads in. Then it comes the next bit, which is the scaling trap. Okay, so you've got different times within your business that actually leads and the amount of leads coming through may become a problem.

So the next kind of key bit is the scaling side of things. When your overheads start to increase, you start to take on members of staff, even if that is on a sort of temporary or contract basis.

So the next kind of key bit is the scaling side of things. When your overheads start to increase, you start to take on members of staff, even if that is on a sort of temporary or contract basis.

So the next kind of key bit is the scaling side of things. When your overheads start to increase, you start to take on members of staff, even if that is on a sort of temporary or contract basis.

if you scale too soon once you've got some success that temptation is to scale quickly yeah to hire more people to get people into those roles to be doing the things that you don't necessarily enjoy that much to be doing the implementation and when we were growing the agency you know we were had to be very mindful and we found ourselves in a position where we had people on the payroll

if you scale too soon once you've got some success that temptation is to scale quickly yeah to hire more people to get people into those roles to be doing the things that you don't necessarily enjoy that much to be doing the implementation and when we were growing the agency you know we were had to be very mindful and we found ourselves in a position where we had people on the payroll

if you scale too soon once you've got some success that temptation is to scale quickly yeah to hire more people to get people into those roles to be doing the things that you don't necessarily enjoy that much to be doing the implementation and when we were growing the agency you know we were had to be very mindful and we found ourselves in a position where we had people on the payroll

who were not customer facing, who were not income generating. For example, with the agency that we had, you were taking on staff as media buyers. And so the thing is a media buyer meant that you could increase your capacity.